Microsoft's Dynamics Power Play
Six years ago, when Microsoft bought enterprise resource planning software
vendor Great Plains, it truly found a diamond in the rough -- or, in this case,
on the prairie of North Dakota.
Great Plains brought with it solid functionality, a good reputation for service
and one of the most loyal partner bases in the technology industry. It also
brought with it customers who would walk through fire for founder Doug Burgum,
an old-school technology guy who genuinely seemed to have a passion for his
product and his people.
And along with all that came Tami
Reller, the Microsoft Business Solutions executive most observers thought
would take over as head of the Dynamics product line following Satya
Nadella's move to the company's Search and Ad Platform group. The popular
Reller has the support of lots of partners and certainly knows the Dynamics
products and the ERP market as well as anyone in Redmond. But she didn't get
In an RCPmag.com exclusive, Barbara
Darrow revealed on Friday that Kirill Tatarinov, a corporate vice president
and five-year Microsoft veteran, will take over as the head of Microsoft Business
Solutions (and, therefore, of the Dynamics product line).
This appears, at least on the surface, to be a pure Microsoft power play. We
don't know, of course, exactly why Reller didn't get the gig that many expected
and wanted her to get, but RCPU suspects that her background has something to
do with it. It's been hard enough for Microsoft to explain what it's doing with
the four Dynamics product lines; its messaging on to what extent they'll come
together as one product or remain separate still doesn't
always make a lot of sense. But Microsoft has had another issue with Dynamics
-- a cultural issue.
Despite its Redmond-enforced name change, many partners and customers still
refer to Dynamics GP as Great Plains. And many still feel -- or want to feel
-- a certain sense of independence from Microsoft. Great Plains, after all,
had one of the most positive and participatory cultures in the technology industry
when it was an independent company; its partners and customers were (and still
are) fiercely loyal. Great Plains was even the originator of the Convergence
trade show, which is now Microsoft's business-applications showcase.
But while Microsoft has surely benefited from having Great Plains' ultra-positive,
super-happy culture infused into MBS and Dynamics, it's not the type of company
to let its acquisitions have too much autonomy -- and hearing people walk around
the convention center in San Diego talking about "Great Plains" instead
of Dynamics GP had to furrow the brows of a few Microsoft higher-ups. In all
likelihood, then, Reller's prairie roots probably hurt her chances of running
Dynamics. And, while we don't want to dismiss Tatarinov, that's a shame. Reller
was popular, dynamic and capable, all qualities that Microsoft -- or any company
-- looks for in an executive.
But she was also from Great Plains, and with Burgum gone from Microsoft altogether
(to do what, we're not sure -- although we suspect he and Reller might chat
soon), maybe Redmond saw the opportunity to seize control of MBS and make it
more of a dyed-in-the-wool Microsoft unit and less of a colony that's run in
large part by ex-Great Plains execs.
What impact this will have on Dynamics as a whole and Dynamics GP in particular,
we don't know. Old-school Great Plains partners and customers will likely not
be fond of the move, but if they want to stick by their product, they're just
going to have to live with it.
What's your take on Tami Reller not getting the big MBS job? If you're a GP
partner, how do you feel about Great Plains losing its identity within Microsoft?
Let me know at email@example.com.
Posted by Lee Pender on 07/02/2007 at 1:21 PM